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Strategy Execution - Robert Simons - Coggle Diagram
Strategy Execution - Robert Simons
Business tensions
Growth, profit and control
Short-term Results vs. Long-term Growth and Capabilities
Unlimited Opportunites vs. Limited Times and Attention
Return On Management
Amount of
Productive Organizational Energy
released
divided
by amount of
mgmt time and attention
invested
Employee motivation
to contribute, achieve, do right and innovate
Balance between INNOVATION (focus on OUTPUTS) vs. CONTROL (focus on PROCESSES)
INPUTS ---> PROCESS ---> OUTPUTS + RESOURCES ---> PROCESSES --> PROFIT FORMULA
Complete Levers of Control Model
The
Levers of Control
model provides a framework for
managing
the
tension
between
innovation
and
control
Interactive Control Systems
Focusing org attention on emerging threats and opportunities
Diagnostic Control Systems
Info system to monitor org outcomes
Boundary Systems
Codes of conduct, what people should not do
Belief Systems
Mission, Stetement of core values
The
Four Ps
provides a framework for describing
business strategy
and
aligning it
to the
levers of control
Strategy as perspective
(coach)
Mission and purpose. Inspire pride in employess
Strategy as position
(commander)
Competitive position in the marketplace, including value proposition and differentiators
Strategy as plans
(boss)
Specific goals and measures a business communicates to its employees
Strategy as patterns of action
(facilitator/sponsor)
Ability of businesses to identify info about changes in the market so that they can adapt and stay relevant
